Transcript
Page 1: Headwaters Health Care Centre ANNUAL REPORT 2013-2014 Us/AnnualReport2013.pdf · Headwaters Health Care Centre ANNUAL REPORT 2013-2014 EXCEPTIONAL EXPERIENCE EVERY TIME. Senior Management

Headwaters Health Care Centre ANNUAL REPORT 2013-2014

EXCEPTIONAL EXPERIENCEEVERY TIME

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Senior Management TeamLiz Ruegg President and Chief Executive Officer

Asim Masood, B.Sc., MBA, MD, CCFP, EM Chief of Staff

Donna ClarkVice President of Patient Services and Chief Nursing Executive

Bruce Irwin Vice President of Corporate Services

Jennifer Pearson Director of Human Resources and Organizational Development

Dave McCaigJoint Chief Financial Officer

Michele BealsJoint Executive Director of Finance

Jan McCutcheonDirector of Finance

Martha MurrayManager of Public Relations and Communications

Physician LeadersAsim Masood, B.Sc., MBA, MD, CCFP, EM Chief of Staff

Alex Riddell, MD Medical Staff President

Dan Mallin, MD, CCFP Medical Staff Vice President

Michael Stefanos, MD, FRCPC Medical Staff Secretary

Kenji Miyata, MD, CCFP Chief of Anaesthesia

Dan Mozeg, MD, FRCPC Chief of Diagnostic Imaging

Somaiah Ahmed, MD, CCFP, EM Chief of Emergency Medicine

Priya Akula, MD, CCFP Co-Chief of Family Practice

Jill Bailey, MD, CCFP Co-Chief of Family Practice

Jeff McKinnon, MD, FRCPC Chief of Medicine

Jude Umeh, MD, FRCSC Chief of Obstetrics and Gynecology

Raafat Salih, MD, FRCSC Chief of Surgery

Board of DirectorsRob HamiltonChair

Peter Harris Past Chair Allan MaddenVice Chair

Bill WaiteTreasurer

Liz RueggSecretary

Jim AijalaAuxiliary Representative

Simon Atkins

John Christie

Donna Clark

John Innes

Louise Kindree

Bonnie Ledson

Asim Masood, B.Sc., MBA, MD, CCFP, EM

Frans Richter

Bill Roy

Joan WaechterFoundation Representative

John Wilson

Headwaters Auxiliary Executive

Jim AijalaPresident

Michael Carter1st Vice President

Carolyne Beaton2nd Vice President and Volunteer Coordinator

Ron HayPast President

Joanne PalysRecording Secretary

Linda JamesonTreasurer

Christine HannPublic Relations Officer

Jane SmithVolunteer Coordinator

Foundation Board of Directors

Joan WaechterChair

John MeekVice Chair

Chris GittensTreasurer

Elaine CapesSecretary

Joan BurdetteExecutive Director

Liz RueggHHCC President and CEO

Danny Brackett

Catherine Campbell

Michael Carter

Ray Conroy

Stephen Doney

Rob Hamilton

Ronnie Inglis

Chris Little

Christopher Stewart

Who’s Who at Headwaters Health Care Centre

Headwaters Health Care Centre 100 Rolling Hills Drive, Orangeville, ON L9W 4X9519.941.2410 • www.headwatershealth.ca

Table of Contents

Exceptional experience every time: Friendship Gardens Tranquil and beautiful outdoor spaces

for patients, visitors and staff, our Friendship Gardens are maintained by a wonderful and skilled

group of dedicated volunteers. Turn to page 16 to learn about what is new in the Gardens this year.

Message from the Chair of the Board and the President and CEO ..............................................................................4

Message from the Chief of Staff and Vice President Patient Services and Chief Nursing Officer .................................6

The Year in Review ....................................................................................................................................................7

Headwaters Health Care Centre by the Numbers .......................................................................................................7

The Dr. David Scott Award ........................................................................................................................................9

Fire Starter Award of Excellence ................................................................................................................................9

Achievements ..........................................................................................................................................................10

Message from the Auxiliary President .....................................................................................................................12

Message from the Foundation Board Chair and Executive Director .........................................................................14

Friendship Gardens ................................................................................................................................................16

Extending our Gratitude: Years of Service ...............................................................................................................17

Financial Overview .................................................................................................................................................18

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Dear Friends:

It is with a great sense of accomplishment that we present

the 2013-14 annual report.

With a steadfast commitment to our vision – Exceptional

Experience Every Time – this year, we have touched the

lives of more than 63,000 patients, as we focused on

improving access to health care and providing innovative

ways to bring care closer to home.

In Year 1 of our 2013-16 Strategic Plan, we clearly

defi ned our priorities and made great strides to provide

high-quality and compassionate care, in collaboration with

our partners, to optimize the health of our community.

The highlight of the year came on May 23, 2013, when

the Minister of Health and Long-Term Care announced

an exciting investment in our hospital – funding for our

Priority Ambulatory Care Program. This project will see a

more than 8,00 square foot expansion and renovation of

our ambulatory care and surgical services to help reduce

wait times, accommodate growth, and further integrate

local health systems within the Central West Local Health

Integration Network (LHIN).

Our past year was marked with accolades and

accomplishments. For the third year in a row, we were

ranked in the top three provincially for achieving low

Emergency Department (ED) wait times; we made

improvements in our diagnostic imaging (DI) turnaround

times; introduced a robust Health Equity Plan, and

celebrated more than 70 key achievements, among them, a

highly-respected Ontario Laboratory Accreditation (OLA)

award. This high-level of performance highlights to the

community that Headwaters Health Care Centre (HHCC)

is a leader that is committed to continuous improvement

and exemplary patient experience.

In an era of funding reform, partnerships are more

important than ever before. In 2013-14, we realized

tremendous gains in our work with health care partners,

leading Health Links within

our LHIN; joining forces in

the development of a joint

Information Technology

(IT) Strategic Plan; aligning

our Dialysis Satellite

Program with a regional

renal program to provide

care closer to home; serving

nearly 42 per cent more

patients year over year in our

combined medical outpatient

clinics; providing a record

1,000 oncology treatments,

and expanding telemedicine

services for patients, health

care professionals and the

community.

As a small community hospital in a fast-growing region,

HHCC is demonstrating its ability to lead a systemic approach

to health care for Dufferin-Caledon and to make changes

appropriate for a seamless, integrated and sustainable health

care system. At a time when we experienced challenges that

come with signifi cant growth and change, we have been

extremely effi cient as an organization and have maintained high

levels of patient satisfaction. These outcomes could not have

been achieved without an incredible team of staff, physicians

and volunteers who are commended for their commitment to

putting patients fi rst.

Message from the Chair of the Board and the President and CEO

Liz Ruegg, President and CEO

Rob Hamilton, Board Chair

>>

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Exceptional experience every time: Darryl Kirkland had surgery and chemotherapy

to treat the cancer that was discovered during a visit to our Emergency Department.

Our Foundation team recorded his story for an installment of their Video Stories series.

To watch Darryl’s story, go the the Video Stories channel at youtube.com/user/hhcfoundation.

Our Board of Directors who,

as stewards of our vision, foster a

strong sense of accountability and

expect only the best. Courage and

resilience have held the hospital in

good stead over its 102 year history.

We will continue to work together

to build on this great legacy with

our talented team. As you read this

report, we hope you will be inspired

by the drive and determination of

our team to create an exceptional

experience every time.

From the front door, to patient

care areas, to the boardroom table,

thank you for the difference you are

making to health of our community,

today and into the future.

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Liz Ruegg, President and CEO Rob Hamilton, Board Chair

Our Vision: Exceptional Experience

Every Time

Our Mission: To provide high-quality

and compassionate care, in collaboration with our partners, to optimize the health of our community.

Our Values: CARE CARE CARE

We are committed to caring in a sensitive, respectful and

supportive way for those we serve and those

we work with.

ASK SEEK EXPLORE We promote a culture of

learning and innovation to effectively meet the evolving

needs of our patients, staff and community.

BUILD BRIDGES We work collaboratively

within our organization and with our external partners

to ensure we provide the best possible standards of health care services.

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Message from the Chief of Staff and Vice President of Patient Services and Chief Nursing Officer

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We are wholly committed to providing emergency, acute

care and outpatient services for our region. In 2013-14,

HHCC saw a record 40,746 ED visits, 5,658 inpatient

admissions and 17,356 outpatient visits. HHCC is caring

for more patients in more ways than ever before.

We have made great strides in our mission to provide

high-quality and compassionate care, in collaboration with

our partners, to optimize the health of our community.

Fortunately for HHCC, we have been able to attract

highly qualified health care professionals to our team, and

continue to develop and expand upon medical and clinical

relationships for specialized services such as

cardiac care, dialysis, mental health, and oncology.

Last year we recruited new physicians to the HHCC

team. Our new orthopaedic surgeon and plastic surgeon

bring new specialty services closer to home. We added

a second paediatrician who also supports clinics in

Shelburne and Bolton to help patients in these centres.

We welcomed a new Chief of Radiology who, together

with DI staff, managed increased volumes, improved

patient flow and DI turnaround times. Telemedicine

visits grew by 22.5 per cent and we are pursuing new

avenues of care such as paediatric telepsychiatry.

We have worked closely with our family health teams

to ensure prompt follow-up with patients after discharge

and with Community Care Access Centre (CCAC)

partners for treatments, such as wound care, which can

be provided at home. As a leader in the provincial Health

Links initiative, we played a key role in the development

of care plans for chronically ill patients with complex

conditions to help them avoid unnecessary ED visits and

reduce hospital readmissions. Together with area long-term

care and other residential

facilities, we worked

collaboratively to remove

barriers to patient care.

True to our values of Ask,

Seek, Explore, we have

supported our health care

practitioners with robust

education and training with

an emphasis on quality

and safety, professional and

leadership development.

In a complex health

care system, we believe

it is our responsibility to

make it easy for patients,

who come to us often at

their most vulnerable,

to smoothly navigate

the system so they can access the best care possible

under our roof and beyond our walls.

We strive to provide excellent care and an exceptional

experience every time because these are vital to a patient’s

healing process. We are very proud of all we have

achieved and tremendously excited about the hospital’s

redevelopment project and the positive impact it will

have on the health and wellness of our community.

Dr. Asim Masood, Chief of Staff

Donna Clark, Vice President of Patient Services and Chief Nursing Officer

40,746 emergency visits 5,658 inpatient admissions17,356 outpatient visits4,373 day surgeries2,588 dialysis visits901 inpatient surgeries 743 babies delivered840,162 lab tests80,814 diagnostic imaging tests153 heart attacks treated1,018 chemotherapy treatments586 cataract surgeries

Outpatient Clinics and ServicesAmbulatory Care: Cardiac Monitoring,

Medical and Surgical Clinics, Telemedicine

Chronic Disease Management:

Cardiac Rehabilitation, Diabetes Education,

Arthritis, Dialysis, Oncology/Cancer Care

Emergency Services: 24/7 Emergency

Department, Sexual Assault/Domestic

Violence

Inpatient ProgramsChildren’s Health, Complex Continuing Care, Critical Care, Medicine, Palliative Care, Surgical Services, Women’s Health

Inpatient ServicesDiagnostic Imaging, Laboratory, Rehabilitation

Headwaters Health Care Centre by the Numbers

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The Year in Review

>>

In April 2013, HHCC launched its 2013-16 Strategic

Plan, along with its Year 1 Annual Business Priorities – both

roadmaps to help us achieve our vision of providing patients

with an exceptional experience every time. Our Strategic Plan

reflects the direction needed to provide the most accessible,

safe and high-quality health care to this community, and

can only be realized through organizational commitment

and by engaging patients, partners and the community.

We are delighted with the progress we have made executing

Year 1 of the Strategic Plan as we worked together to take

the organization to the next level, making HHCC a high

performance organization that we can all be proud of.

Below we have highlighted key strategic initiatives,

categorizing them under each of our five strategic directions:

Our Patients, Our People, Our Community and Care Partners,

Our Internal Systems and Processes and Our Accountability.

All that we do for patients and our community is

underscored by our Vision, Mission and Values –

the rudder of this organization – and measured

by scorecards, our Quality Improvement Plan and

evidenced through our more than 70 achievements.

Our PatientsQuality and Safety are top priorities at HHCC.

Over the past year, there has been tremendous effort

and improvement in numerous areas of quality

and safety, most notably in the areas of:

• Hand hygiene compliance. By introducing a number of

new strategies, hand hygiene compliance before patient

contact has improved by three per cent. Strategies

included increasing the number of hand hygiene auditors

in the organization from one to four, and adopting a

practice of conducting audits without announcing them

first. Hand hygiene compliance after patient contact

remains high.

• DI turnaround time. Using LEAN methodology,

we redesigned processes related to DI, which included

matching demand to capacity, strategies for improved

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patient flow and heightened monitoring and

accountability for turnaround times. The result? A

nine per cent improvement in DI turnaround times.

• Medication reconciliation. There was a significant

amount of education provided to staff to enhance

knowledge and practice of medication reconciliation

at the time of admission. We also introduced

Pharmacy Technicians to our ED during peak

hours for Best Possible Medication History (BPMH)

collection with admitted patients. While changes to

improve the validity and reliability of medication

reconciliation information were introduced at the

same time, the overall quality of BPMH has improved

as well as our rate of completion of medication

reconciliation on admission.

Health Equity. Our newly created Health Equity Plan

demonstrates our commitment to patients, focusing

on helping us create an exceptional environment

where every patient can feel understood and respected.

The plan uses findings from the 2012 Health Equity

Scan to honestly acknowledge challenges our

patients may face at our hospital, and provide solid

recommendations about how we can overcome them.

Our plan covers a three-year period

and identifies four goals.

• To embed equity in our practice.

• To increase cultural competence among staff.

• To respond to health literacy concerns.

• To continue to improve access for seniors.

Our PeopleStaff and Physician Satisfaction. Overall, the results

showed that we are moving in the right direction. Staff

and physician satisfaction has increased. 73.1 per cent of

our staff is proud to work here, higher than the Ontario

Hospital Association of 68.8 per cent and higher than our

2010 score of 67.4 per cent. Training and development and

non-clinical and support service theme scores significantly

improved since our last survey. As well, areas where we can

focus our attention, including trust and senior management

communication with staff about goals, were identified and

incorporated into our 2014-15 annual business planning.

New Physicians on the Team. HHCC is fortunate to be

able to attract top talent to the community and in

2013-14 recruited an orthopaedic surgeon, a plastic

surgeon and a paediatrician. Bringing these services

closer to home means patients do not have to travel

great distances to access these specialized services.

Taking HHCC to the Next Level. Consistent with our

values of Ask, Seek, Explore, in 2013-14 we put an

evidence-based leadership development framework in

place to help take HHCC to the next level in the delivery

of our 2013-16 Strategic Plan and to create an exceptional

experience every time. HHCC Board members and the

leadership team have been among the first to take part in

education and training sessions, learning the tools and

techniques to help enhance workplace culture and achieve

organizational goals. Applying new techniques, such as

“rounding,” provides a framework for conversations in

the organization. When used consistently, it makes for

meaningful conversations, bringing important matters to the

surface, sharing of ideas and opportunities for recognition.

Our Community and Care PartnersConnecting Health Care Providers through Health Links.

Establishing Health Links within our community helps us

provide exceptional care to our patients who have complex

medical needs. Health Links will improve access to family

care, reduce avoidable ED visits and re-admission to

hospitals, reduce referral time to a specialist, and improve

our patients’ overall experience. In HHCC’s first year as

leader of the Dufferin Area Health Links, our team has

sourced a screening tool and identified and developed

care plans for 287 patients in our region who could

benefit most from this program. For the newly opened

Caledon Specialist Clinic, our Health Links team worked

with Caledon Community Services to develop the clinic

and engage area family physicians in clinic referrals.

HHCC also helped recruit specialists in orthopaedics,

surgery, obstetrics and paediatrics to support the clinic.

>>

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The Dr. David Scott AwardHeadwaters Health Care Centre is

honoured to present the Dr. David Scott

Award. Named after a well-regarded

community member and long-service

physician to the hospital, the award

recognizes individuals who go above

and beyond to improve the overall

health and wellness of our community.

Enhanced Post Discharge Follow-up. A new Dufferin

Area Family Health Team (DAFHT) Patient Services

Coordinator position was introduced in June 2013. With

close ties to Health Links, the coordinator joins HHCC’s

daily bullet rounds to identify and meet with DAFHT

patients. The coordinator sets up patients’ primary care

appointments so they have quick follow-up with their

family doctor after discharge. The coordinator also works

closely with inpatient staff and CCAC case coordinators

to ensure that patients receive the most appropriate

care, in the most appropriate setting, after discharge.

Building a Collaborative Network of Partners.

Partnerships are vital to HHCC’s success in providing

seamless, integrated health care for our community. There

have been many exciting new developments on this front.

The Boards of HHCC, William Osler Health System

(Osler) and CCAC came together to form a Strategic

Partnerships Committee to identify and support strategic

partnership opportunities among the three health care

provider members. The Committee also serves as a

multi-organization corporate governance platform for

the exchange of ideas to improve access to health care

services, share Board development opportunities, promote

efficiency and align performance accountabilities.

Recently, the HHCC Dialysis Unit became a satellite

of the regional renal program of Osler. Dialysis

patients now receive care closer to home with

Osler (Brampton based) nephrologists who are on-

site in the HHCC dialysis unit twice a week.

With more than a dozen clinical partnerships in place

we continue to explore other partnership opportunities

as well. When we think about the future of electronic

health records, this work cannot be done in isolation

from our health system partners. We need to integrate

our efforts to share information in order to streamline

the health care system. To this end, HHCC and Osler

have embarked on a joint IT Strategic Plan.

>>

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Ryan Brazeau Maura Estrada Anthony HakimKrista KindenMelanie Lethbridge

Dr. Marina MauroPatty Napran Charlie Richardson John Roberto

Dr. David Scott Award Recipient Gloria Campbell

The Fire Starter Award of Excellence

The Fire Starter Award recognizes staff,

physicians and volunteers for sparking

a flame that ignites a passion to deliver

an exceptional experience every time.

2013-14 Recipients

continued on page 12

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9%IMPROVEMENT

IN DI TURNAROUND TIME

REDUCING HEALTH DISPARITIES WITH NEW HEALTH EQUITY PLAN

A three-year plan that outlines our organizational goals and commitments to our

patients in the area of equity was developed. The robust plan helps us acknowledge challenges our patients may

face and identify effective ways to overcome them.

MENTAL HEALTH CHAMPIONS

Headwaters identified three Mental Health Champions,

providing them with access to additional mental health training, thanks to a

generous $10,000 donation by RBC. The champions attended workshops, conducted research, and shared their

knowledge with their colleagues. They engaged other staff through a

knowledge audit, and developed various types training and learning opportunities

about the use of Pinel Restraints and our Code White Policy.

LEADING HEALTH LINKS IN DUFFERIN AREA

Working collaboratively with area family physicians and community care providers, last year we identified 287

patients who would most benefit from Health Links, and so far, we have nearly

completed the process of finalizing care plans for these patients.

By creating personalized care plans, and through better collaboration with

other health care providers, we are able to ensure patients

receive exceptional care.

41.86% year over year increase in our

combined medical clinics

22.52%increase in

telemedicine visits

29.29% year over year increase in the Oncology Clinic

23.39% year over year

increase in oncology treatments

AMBULATORY CARE PROJECT GETS GREEN LIGHT

In May 2013, the MOHLTC announced their commitment to a more than 8,000 square foot expansion to accommodate an

expanded Oncology and Chemotherapy Program, minor procedures, infusion

and telemedicine clinics and teaching. This investment will go a long way to

support to the huge increases in Outpatient Clinics and Services:

LAB ACCREDITATION RECOGNIZES HIGH

QUALITY STANDARDS

OLA accreditation demonstrates that HHCC

meets explicit quality management criteria. Approximately 85 per cent of decisions about patient diagnosis and treatment are based on laboratory test

results. Accurate test results are critical – see how the laboratory’s work positively

impacted the lives of Gail and Clark Campbell by visiting HHCC’s video series on YouTube at youtube.com/

user/hhcfoundation

Achievements 2013 - 2014

HIGH PATIENT SATISFACTION

RATINGS

HHCC receives patient feedback through a variety of means including

in-person, mail, e-mail and by telephone. The hospital continues to enjoy high patient satisfaction

ratings. In 2013-14, 98.4 per cent of the patients we spoke to through

our discharge phone calls told us they would recommend Headwaters to

friends and family.

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New imaging modalities, higher volumes of procedures

and the recent addition of orthopaedic and plastic surgical

services has challenged DI turnaround times. Strategies were

implemented which resulted in a nine per cent improvement

in turnaround times in 2013-14.

RANKED IN

TOP THREEFOR LOW ED WAIT TIMES

For the third year in a row HHCC ranked

in the top three provincially for low

ED wait times.

HHCC is committed to making sure patients have access to high-quality care, close to home. We are now part of the

Central West LHIN Chronic Kidney Disease Program. This means patients who come to

HHCC for dialysis treatment now have access to kidney specialists closer to where they live. The HHCC satellite now comes under the

umbrella of the regional renal program at Osler. Having access to dialysis closer to home has

had a profound impact on patients like Tom Turvill. To see his story, visit

youtube.com/user/hhcfoundation.

REGIONAL DIALYSIS CENTRE

...and also: Chief of Radiology Recruited

Launched Cultural Competency Education

Signed new Translation & Interpretation Services Contract to Enhance Equity and Accessibility

Initiated Baby Friendly Certification

Second Paediatrician Hired

Orthopaedic Surgeon Joins the HHCC Team

Plastic Surgeon Joins the HHCC Team

Accessibility Plan Created

Implemented Medworxx Online Education

Registered Practical Nurse to Registered Nurse Bridging Program

Champions for Change

Engaged Staff and Physicians through Satisfaction Survey

Presented Nine Fire Starter Awards

Awarded 12 Caught You Caring Recipients

Recognized 113 Long Service Employees

Enhanced Staff Recognition through Weekly Huddles, Discharge Phone Calls and 30/90 Day Interviews

Launched New Grad Initiative

Four Staff Trained in Green Belt

Eight Town Hall Staff Meetings

Institute for Healthcare Improvement Scholarship

Eight Staff Enroll in Quality Improvement for Middle Managers

Emotional Intelligence Training Introduced

Personal Support Worker Scope of Practice Plan Developed

Five of Eight Pharmacy Technicians Regulated

Recipient of Headwaters Community in Action Award

Quarterly Engagement with Area Long-Term Care and Retirement Homes

Partnership with Dufferin Area Health Team Nurse

Increased Telehomecare Referrals Result in Decreased Readmission Rates

Cardiac Rehabilitation through Telemedicine

Explored Paediatric Psychiatry through Telemedicine

Two Telephone Town Halls

Community Advisory Council Contributions

Meditech Update Went Live

DI Respository Went Live

Disaster Recovery Solutions Identified

Single Sign-on Introduced

Wireless Integration of Glucose and Urinalysis Meters

Improved Health Record Reporting

Emergency Room/Diagnostic Imaging Discrepancy Reports Process Improved

Green Health Care Awards

Energy Management Plan

Risk Monitoring Process Established

Significant Value Stream Mapping

Streamlined Corporate Scorecards

Staffing and Scheduling Project to Request for Proposal

Non-Invasive Blood Pressure Monitors Installed

Budget Review Process Improvements

Improved Management of Overtime

Quality-based Funding Model

Case Costing

Announced Joint Chief Financial Officer

Leveraged Financial Expertise

Rigorous Long-Range Planning

Completed Strategic Plan Year 2 Planning

Initiated Leadership Development for Exceptional Experience Every Time

Significant Improvement in Medication Errors

“Back-up Doctor” Physician Coverage

Occupational Health Physician

Risk Admission Tool Piloted

Transition of Care for Fractured Hips Feedback

Member of Newly Formed Strategic Partnerships Committee

Initiated joint IT/IM Planning with Central West LHIN Partners

Balanced Budget

Dr. Scott Award Recipient Gloria Campbell

Developed 2014-15 Quality Improvement Plan

Redevelopment Plans Underway for Additional Operating Room and Expansion of Outpatient Specialist Clinics

New Steering Committee Formed to Improve Coordination and Performance of Regional Oncology Therapy Program

Fibromyalgia, Osteoarthritis, Pain, Cardiac Care, Stress and Patient Education Successfully Delivered through Telemedicine

16 Board Members, 607 Staff, 74 Active Physicians and 275 Volunteers Contribute to An Exceptional Experience Every Time

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>>

It is hard to believe my term has come to an end so quickly. Time flies when you are having fun, and yes, it was fun being your President. I have all of you, our Auxiliary members, to thank for that.

As a group, you have volunteered a total of 34,853 hours over the last 12 months – a four per cent increase from the previous year. That is a huge number! When you think of it as the three hour shifts most of you do, that equals more than 11,600 shifts. We also had a full complement of members on our Executive Committee, which is something that most Auxiliaries are not able to do.Some of the highlights of the past 12 months include:• Making a donation of $150k to the Foundation for

the third year in a row. So far we have raised $450k toward the five-year pledge of $750k;

• Contributing more than $75k through our annual house tour; and

• Hosting two very successful community events – our annual Teddy Bear Clinic and Candy Cane Fair, which allowed members of the community to see how great our staff and volunteers are.

Many exciting things will happen during the next year, but I will save that for Mike Carter, the incoming president, to tell you about the Auxiliary’s plans.

I would like to thank each and every one of you for your support over the past two years. I would also like to thank the convenors for stepping up and looking after their areas. And to my Executive Committee, a special thank you. The assistance you provided made my job that much easier.

I know all of you will continue to support our new Executive next year. I would like to ask you to consider getting more involved in leadership roles to help make our Auxiliary even stronger.

Respectfully,

Message from the Auxiliary President

>>

Our Internal Processes and SystemsReal Transformation of HHCC is Underway With

Our Multi-million Dollar Ambulatory Care Project.

The hospital has not added any additional space since it

was built in 1997. However, we have seen a tremendous

increase in the number of patients who come through

our doors every year. Thanks to technological advances,

we are treating more patients in an outpatient setting

so only acute care patients have to stay in hospital.

In May 2013, the Ministry of Health and Long-Term

Care (MOHLTC) formally announced their investment in

HHCC’s future. This year has been focused on planning and

engaging staff, physicians, volunteers and the community

in the early design works of a more than 8,000 square

foot expansion and renovation of ambulatory care and

surgical services spaces. This redevelopment will support

oncology, orthopaedics, plastic surgery, dialysis, telemedicine

and effectively increase access to care and bring services

closer to home. With necessary approvals in place, we

anticipate putting a shovel in the ground in early 2015.

Low ED Wait Times. We have seen a one point six per cent

increase year over year in ED volumes and continue to be in

the top three in the province for low ED wait times. The ED

transformation of the previous year has contributed significantly

to this standing. Sustaining this level of service requires ongoing,

active engagement of the whole HHCC team. ED Physician

mentoring, staff orientation, patient flow efficiencies and an

urgent cardiac clinic represent some of the strategies we used

to keep low ED wait times.

Enhanced Care and Treatment Decisions. A portal is a key

enabler in ensuring continuity of care for patients who move

across health care providers. HHCC and three other health care

providers in the Mississauga, Halton and Central West LHIN

region have been providing the Remote Electronic Access to

Clinical Health (REACH) portal to its clinicians and worked

together to implement an upgrade to the portal. This portal gives

the partners secure and immediate access to patient information

such as hospital admissions, visits, allergies and lab results.

Clinicians can search for visit information and drill down for

details where further information is required.

12

This upgrade allows for greater user configurability, faster

response times and easier navigation. A new patient summary

is also available that provides access to multiple data screens

in one view. The REACH portal is an example of how our

hospitals are working together to provide the highest quality

patient care and a more seamless health care system.

New E-learning Management System.

At HHCC, we promote a culture of learning and innovation

to effectively meet the evolving needs of patients, staff and

community. In 2013, we introduced an online learning

management system, which provides staff timely and flexible

access to learning. This web-based system holds

21 online courses on a number of topics such as Hand

Hygiene and Emergency Preparedness.

Our AccountabilityEfficiency and Growth. HHCC is one of two hospital

organizations in the Central West LHIN and we regularly seek

opportunities to work with Osler to drive greater efficiencies

and improvements between our organizations and to build a

stronger, more integrated health care system. As we implement

our priorities within our Strategic Plan, and navigate provincial

funding models, we have worked closely with Osler to

manage our financial resources and balance our budget.

In an era of zero per cent funding increases for hospitals,

it has become increasingly challenging for a lean and

efficient organization like ours to meet our budget. HHCC

has to be creative in its approach to finding efficiencies. In

early 2014, we decided to make changes to our model of

care and changes to ensure our patients receive the right

care, in the right place. These changes were the result of

tough decisions, and demonstrated our resiliency and

strong desire to make improvements in the best interest

of our patients, community and future of the hospital.

HHCC balanced its budget for 2013-14. Going forward,

HHCC like all Ontario hospitals will continue to face

pressures associated with inflation, wages and the increasing

costs of resources, drugs and energy. We value our financial

partnership with Osler and in working together we will

continue to provide better value to the community.

Lowering Energy and Operating Costs. As part of our

commitment to Greening Health Care, we conducted an

energy audit to monitor our progress towards lowering

energy and operating costs. This audit provides information

for our Ambulatory Care Redevelopment Project and our

Energy Performance Report as mandated by the Green

Energy Act. We look forward to receiving the results of

the energy audit in the second quarter of 2014.

Exceptional experience every time: Ainsley and her family have benefited greatly from our Diabetes Unit. She and her family meet with the team every three months for consultation and advice, to monitor her diabetes, and make sure all is well. Watch Ainsley’s story at youtube.com/user/hhcfoundation.

13

Page 8: Headwaters Health Care Centre ANNUAL REPORT 2013-2014 Us/AnnualReport2013.pdf · Headwaters Health Care Centre ANNUAL REPORT 2013-2014 EXCEPTIONAL EXPERIENCE EVERY TIME. Senior Management

Joan Waechter Foundation Board Chair

Joan Burdette, CFREExecutive Director

Over the last year, the $16 million Commitment to

Care Campaign for Headwaters Health Care Centre has

reached many milestones. Most significantly, on May 23,

Deb Matthews, Minister of Health and Long-Term Care

announced her Ministry’s support of Headwaters Health

Care Centre’s renovation and expansion plans.

Not since the doors opened at 100 Rolling Hills Drive

has Headwaters Health Care Centre planned such a

dramatic change to the hospital’s footprint.

Throughout 2013-2014, Headwaters Health Care

Foundation volunteers continued to share the

Headwaters’ story to raise funds and build community

awareness of the Commitment to Care Campaign, which

will help fund the new construction of a more than

8,000 square foot addition, and the redevelopment of

existing space at our hospital.

A large number of dedicated and generous donors have

fuelled our campaign efforts. Since the Campaign was

launched in April 2011, we have received 100 multi-year

campaign pledges…and counting. In December 2013

Dufferin County Council voted to make a $500,000

contribution to the Campaign. Thank you to everyone

for their support thus far.

Additionally, Headwaters Health Care Foundation has

been honoured to be the recipient of $2,324,679 in

bequests and legacy gifts this year and have been notified

of a number of additional major bequest intentions.

Thanks to a combination of strong leadership and a

generous community of supporters behind us, we are

pleased to announce that our community has come

together to raise over $13 million of the $16 million goal.

While we are extremely proud to share with you the

progress of the Commitment to Care Campaign, we

are equally proud of the achievements of our annual

fundraising campaigns.

On April 27, 2013, 450 people came together to raise

over $178,000 at Celebrate! the 16th Annual Gala and

Auction for Headwaters.

In honour of Headwaters’ centennial, we added the

100th Anniversary Golf Classic at Devil’s Pulpit to our

roster of events, which provided a wonderful engagement

opportunity for new and existing donors, and resulted in

raising more than $115,000.

Many creative and engaging community events such as

Curl for Cancer, the Jennifer Widbur Memorial Hockey

Tournament, Caledon Council Golf Tournament, Tim

Hortons Smile Cookies, Hockley Valley Resort Charity

Golf Tournament and the Rip Gauthier Amateur Hunter

Classic helped raise almost $245,000 for our hospital.

We are grateful for the partnership we have with our

many donors and volunteers. Your dedication and

financial contributions support our hospital’s vision

of providing an exceptional experience every time to

everyone who turns to Headwaters for care.

Thank you to everyone who has made a Commitment

to Care!

Message from the Foundation Board Chair and Executive Director

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Exceptional experience every time: Tom Turvill Featured on our cover, Tom receives dialysis treatment in our Dialysis Unit. Our Foundation team recorded his story as an episode of their video series. One of the things that stuck with us from Tom’s story was when he said, “[the Dialysis staff] save my life, three times a week.” Watch Tom’s story at the Video Stories YouTube page - youtube.com/user/hhcfoundation.

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We are committed to ensuring every single area of

our hospital facilitates an exceptional experience for our

patients. Our gardens are no exception – with fragrant

fl owers and bountiful bushes, they are a thoughtful

expression of the warmth we want our patients and visitors

to feel every time they come to HHCC.

During the past year, our gardens were buzzing with

activity. Here are some of the highlights:

• Friendship Gardens and HHCC invited members of the

community to donate and plant shrubs and saplings

at a cost of $10 each to our environmental landscape

project. Working in partnership with Credit Valley

Conservation, this saw more than 100 plants added to

our grounds.

• We received funding for 150 saplings and shrubs

through TD Bank’s Friends of the Environment fund.

Credit Valley Conservation and Friendship Gardens

teamed up with TD Environment to coordinate this

project. The saplings and shrubs were planted at the

junction of Highways 10 and 9 and along our storm

water management pond.

• More than 100 saplings and shrubs were planted to help

create a garden on the hillside near Highway 10.

• We planted approximately 30 Amur Maple shrubs along

the storm water management pond to beautify an area

that is prone to pollution.

• A beautiful row of Serviceberry shrubs and other perennials,

trees, and shrubs were planted along the Emergency

entrance parking lot. These plants attract beautiful birds and

butterfl ies. A dozen Cedar Waxwings (left, at start of article)

have already made our grounds their home.

• The underground water system was completely overhauled

in the main gardens, giving us the opportunity to add fresh

compost and mulch and plant thousands of bulbs.

We are committed to ensuring every single area of

our hospital facilitates an exceptional experience for our

Friendship Gardens: Nurturing Through our Environment

16

Our thanks to staff and physicians for their long and exemplary service to Headwaters Health Care Centre.

Five Years of Service

Ravinder Banait

Dr. Jill Bailey

Kevyn Bois

Staci Bojin

Tanya Boniakowski

Diana Bowen

Michelle Buchanan

Joan Burdette

Billy Carlisle

Rozell Churchill

Leeann Daponte

Judy Dearden

Sandy Doerfl er

Kristy Douglas

Sean Dugger

Krystal Evans

Jennifer Ewles

Sherry Farrow

Jessica Flear

James Gordon

Sydney Green

Dr. Enza Cucciardi

Colleen Hillier

Lisa Horvath

Pauline House

Nicole Jansseen

Dr. Atul Joshi

Joe Karol

Amanda Leliever

Helena Margiotta

Kate Martin

Harvey Matts

Dr. Marina Mauro

Dr. Kenji Miyata

Janet Orourke

Simeon Ouellette

Tara Pettit

Jacqueline Reid

Stephaine Schollen

Janette Shilson

Dr. Farhan Siddiqui

Dr. Rick Sood

Dr. Michael Stefanos

Sandra Tamburri

Dr. Grace Wang

Suzanne Watkins

Brenda Whatmough

Dr. Garry Willard 10 Years of Service

Maria Alksnis

Denise Beisel

Trixie Brown

Joy Bryant

Emilie Dellorusso

Cheryl Desroche

Henrietta Endeman

Monica Fischer

Kimberly Giffen

Joy Halbert

Donna Kenney

Tiffany Larsen

Stephanie McCannell

Rhonda McMann

Krystle Nuemann

Brenda Pott

Sarah Regimbal

Claudia Ryan

Dr. Isabella Szeto

Dr. Jude Umeh

Crystal Upson

Calin Vasile

Dr. Pratibha Vasudeva

Michelle White

15 Years of Service

Kelly Bland

Cara Burleigh

Karen Caufi eld

Sara Jayne Charnley

Dr. Sylvia Chong

Kate Collins

Donna Cowan

Lynda Hope

Linda Kett

Dr. Robert Milkovich

Bonnie Piper

20 Years of Service

Linda Bird

Dr. Peter Cino

Brenda Copeland

Joe Cruikchank

Dr. Ken Derksen

Sally Mason

Dr. Avi Matzov

25 Years of Service

Valerie Bannerchaney

Christine Cox

Debra Eccles

Bela Fulop

Judith Lomas

Theresa MacDonlad

Dr. Ron Murphy

Ann Pilatzke

Patricia Savoury

Debra Selig

Margaret Serre

Elizabeth Thomson

Dr. Brian Wilson

30 Years of Service

Dr. David Cormier

Carol Cozzolino

Anne Davies

Jean Ferris

Sharon Phillips

Tom Reid

Greg Rennick

35 Years of Service

Dr. Robert Baker

40 Years of Service

Diane Gray

50 Years of Service

Dr. David Scott

Extending our Gratitude

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Page 10: Headwaters Health Care Centre ANNUAL REPORT 2013-2014 Us/AnnualReport2013.pdf · Headwaters Health Care Centre ANNUAL REPORT 2013-2014 EXCEPTIONAL EXPERIENCE EVERY TIME. Senior Management

Financial OverviewThe operating results for the year ending March 31, 2014 were positive, resulting in a $0.1 million dollar surplus

before building amortization expenses. These results include one-time funding to address one-time operating pressures

and support increased volumes.

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Revenues $61.8 Million

Amortization of Deferred Contributions - Equipment

Other Programs

Other Income

Patient Revenues

Ministry of Health and Long-Term Care

69%15%

8%5%

3%

Amortization of Equipment

Other Programs

Medical, Surgical and Drugs

Supplies and Other

Salaries, Wages and Benefits

58%

8%

8%

22%

4%

Total revenue increased year over year by $2.2 million or 3.7%. Contributing to this increase was additional revenue from

the Central West LHIN related to the Health System Funding Reform in the amount of $0.5 million in acknowledgement

of the efficient hospital operations. One-time funding of $1.2 million was received to offset an increase in related one-time

expenditures. Patient revenue also recognized an increase of $0.3M relating to an increase in volumes within the

Oncology program.

Cash Flow and DebtThe cash balance at March 31, 2014 of $5.5 million is representative of working capital and funding provided for

the approved redevelopment project. HHCC did not utilize the line of credit at any time throughout the year.

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Amortization of Deferred Contributions - Equipment

Other Programs

Other Income

Patient Revenues

Ministry of Health and Long-Term Care

69%15%

8%5%

3%

Amortization of Equipment

Other Programs

Medical, Surgical and Drugs

Supplies and Other

Salaries, Wages and Benefits

58%

8%

8%

22%

4%

Expenses $61.7 MillionTotal expenses increased by $2.2 million or 3.7%. The majority of this increase was driven by increased staffing costs

of $1.1 million or 3.1%. This increase represents annual salary inflation costs and staffing to support program volumes.

Medical, surgical and other supplies combined for increased expenditures to support the increased volumes

in Oncology treatments and Emergency visits and one-time expenses directly tied to one-time revenue received.

Financial Statements OnlineTo view our audited financial statements, please visit our website at headwatershealth.ca.

Page 11: Headwaters Health Care Centre ANNUAL REPORT 2013-2014 Us/AnnualReport2013.pdf · Headwaters Health Care Centre ANNUAL REPORT 2013-2014 EXCEPTIONAL EXPERIENCE EVERY TIME. Senior Management

Headwaters Health Care Centre is an acute and complex continuing care facility, offering inpatient and outpatient

services. The hospital primarily serves the communities of Dufferin County and the Town of Caledon. The area is largely

rural with four urban areas: Caledon, Grand Valley, Orangeville and Shelburne. The hospital was founded in 1912 and

moved to its current state-of-the art building in 1997.

www.headwatershealth.ca

100 Rolling Hills Drive, Orangeville, ON L9W 4X9 (519) 941-2410 • www.headwatershealth.ca